CPI uses four very important principles for a total improvement to any program/process. - Lean (Eliminate Waste) - Six Sigma (Minimize Variation) - Theory of Constraints (Strengthening Weakest Link) - Training within Industry (Standard Work) You can’t just use one……When all four are used together, you can truly see the difference!!!

1. Continuous Process Improvement
TWI
Overview
Charles S. Logan

2. Learning Objectives
At the end of this lesson you will be able to:
• Explain the basic principles of Continuous
Process Improvement (CPI), including Lean
Thinking, Six Sigma, Theory of Constraints
(TOC) and Training Within Industry (TWI).
2

3. History of CPI
• Roots of Lean: back to early 1900’s
• Henry Ford: continuous flow production, waste
elimination
• TWI: (Training Within Industry), 1940-1945
• Kiichiro Toyoda and Taiichi Ohno: low inventories,
flexibility
• U.S. supermarkets: pull systems
• Shigeo Shingo: mistake proofing, reduced set up times
• Toyota Production System
• MIT and James Womack: bring Lean back to U.S.
• Eli Goldratt: published book “The Goal”, early 1980’s
(TOC)
• Motorola & others: developed Six Sigma early 1990’s
3
NIKE

4. Continuous Process Improvement
• CPI uses four very important principles for a
total improvement to any program/process.
- Lean (Eliminate Waste)
- Six Sigma (Minimize Variation)
- Theory of Constraints (Strengthening Weakest Link)
- Training within Industry (Standard Work)
You can’t just use one……
When all four are used together, you can truly
see the difference!!!

5. Four Methodologies
• “Lean Thinking” is a management philosophy focusing on
reduction of the 8 wastes in products and services. By eliminating
waste, quality is improved, production time is reduced, and cost
is reduced.
• “Six Sigma” can be defined as a methodology to manage
process variations that cause defects, defined as unacceptable
deviation from the mean or target; and to systematically work
towards managing variation to eliminate those defects.
• “Theory of Constraints (TOC)” a methodology for identifying
the most important limiting factor (i.e. constraint/bottleneck)
that stands in the way of achieving a goal.
• “Training Within Industry” standardized
techniques, training, and continuous improvements in order to
Source: Wikipedia Encyclopedia
maximize the potential of every worker.
5

6. What is Lean?
Lean Principles
• Value has been specified
– From the Customer’s perspective
• The Value Stream has been identified
– For each product/service
• The product/service Flows without
interruptions
• The Customer can Pull value from the
process
• Continuous pursuit of Perfection
6

7. Knowledge Check: Eight Sins of Waste
Wastes-Those Elements of a process that Do Not
Increase the Value of a Product or Service as perceived
by the Customer, but Increases Cost and Cycle times.
IDENTIFY AND ELIMINATE THESE WASTES:
Types of Waste:
7
T
I
M
W
O
O
D
U
Transportation
Inventory (Excess)
Motion
Waiting
Over-Production
Over-Processing
Defects
Under utilization of employees

8. Eight Forms of Waste (Muda)
Type
Physical Process
Transactional Example
Transporting
Parts Moving to
Warehouse and Back
Data Handoffs
Inventory
Excessive Work-inProcess
Backlog of Design or
Tooling Changes
Motion
Retrieving Parts,
Tools, Information
Poor Office Lay-Out
Waiting
Parts, Tools,
Information
Meetings, Approval,
System Down Time
Over-Processing
Performing Unneeded
Operations
Approvals
(Too Many Sign-offs)
Over-Production
Working Ahead of
Schedule
Printing Paper Too Soon
Defects
Scrap or Rework
Drawing or Planning
Errors, Rework
Under utilization
More people involved than required to perform physical or
transactional tasks.
of
employees
8

9. The Value of Time
Within the 8 wastes, time is a significant factor.
Disassemble
Transport
Wait
Remove From
Ship
Set-up
Start
Broken
Component
= Value-Added Time
Re-Install
Machine
Machine
Inspect
Transport
TIME
Repaired
Component
Finish
= Non-Value-Added Time (WASTE)
Value-added time is only
a very small percentage of the total time.
9

10. The Value of Time
1
Time
2
LARGE
Small Amount of
Time Eliminated
amount of
time saved
Note: The focus is not on the value-added steps or
the people performing them. Instead, the focus is to
remove barriers and better support the people
doing the work!
10
1) Traditional Focus
• Improve Value-Added
work steps
• Better tools, machines,
instructions
• Result: Small time
savings
2) Lean Focus
• Make all of the Value
Stream visible
• Reduce or eliminate
Non-Value-Added
portions of the process
• Result: Large time
savings

11. What is Six Sigma ?
• Sigma ( ) is the 18th letter of the Greek
alphabet.
• In statistics, represents standard deviation, a
measure of variation for process performance.
• Sigma is calculated from population or sample
data.
– Process data can be collected and evaluated to determine its
impact on productivity, performance, and customer
satisfaction
– The measurements provide the ability to “predict” process
performance and provide a benchmark to determine if actions
have produced results
11

12. What is Six Sigma? (cont’d)
“Six Sigma” is an optimized performance level
approaching zero defects in any process whether it produces a:
• product
• service
• transaction
12

13. Critical Relationship Between Process Performance
and Customer Satisfaction
Voice of the Process
Voice of the Customer
MEASURED IN UNITS OF STANDARD DEVIATION (SIGMA)
Source: ASQ LSS Training Material
13

14. DMAIC Problem-Solving Roadmap
IDENTIFY OPPORTUNITY
DEFINE
MEASURE
DESCRIBE AS-IS CONDITION
ANALYZE
IDENTIFY KEY CAUSES
TWI
PROPOSE & IMPLEMENT
SOLUTIONS
SUSTAIN THE GAIN
IMPROVE
CONTROL
Validate & Replicate Changes
14

15. Why “Six Sigma”?
Hey, 99% is good enough right?
99%
99.99966% (6 Sigma)
• 20,000 lost postal mail items per
hour
• 7 lost postal mail items per
hour
• 15 minutes of unsafe drinking
water per day
• 1 unsafe minute every
seven months
• 2 long/short landings per day at a
major airport
• 1 long/short landing every
five years
• 5,000 incorrect surgical
operations per week
• 1.7 incorrect operations
per week
• 7 hours of lost electricity per
month
• 1 hour without electricity
every 34 years
• 20,000 incorrect prescriptions per
month
• 68 wrong prescriptions per
year
15

16. What is Theory of Constraints?
• A system must have a goal on which everything in that
system is evaluated
• Systems function as chains. Strengthening the weakest
link benefits the system the most
• Optimum system performance is
NOT equal to the sum of the
individual process optima
16

17. Principles of TOC
• Systems operate in an environment of cause and
effect. Visible problems are usually indicators
(undesirable effects or UDE) of some critical root
cause(s) that must be addressed
• An optimal solution deteriorates over time.
Improvement must be continuous.
• Policy constraints are the most common and most
difficult to break. Policy constraints offer the most
opportunity for system improvement.
17

18. TOC focuses on Constraints
• Constraint = Anything that impedes
Throughput. TOC concentrates on
identifying and improving the worst
impediment
• Identifying constraints
– Visual identification of WIP (Work in Process)
– Calculating Throughput for each process step
18

19. TOC Measures of Progress
• Throughput: The rate at which the system
produces customer value or generates money
• Inventory: Inventory is all the money invested
in buying things that will at some time be sold
(turned into Throughput) or that is tied up in
the system (investment). Includes costs for raw
materials, infrastructure, etc.
• Operating Expense: The costs associated with
turning Inventory into Throughput. Includes
costs for labor, utilities, interest, etc.
19

20. TOC Applications
• Drum-Buffer-Rope (DBR): Links the pace of the first step in a
process to the exit rate of the constraint. One of the most
common TOC applications; often applied to repetitive processes.
• Critical Chain: An advanced application of DBR used in the
project management field which treats time as inventory.
• Supply Chain Management: DBR concepts applied in the logistics
arena, concentrating on the system’s ability to replenish stock.
The metric, “Time to Reliably Replenish” (TRR), is an offshoot of
this application.
• Thinking Processes: TOC tools to link improvement efforts to the
system’s goal using the logic of cause and effect. Uses logic trees
as a way to step through the process.
20

21. TOC Steps
1. Identify - What’s the constraint?
2. Exploit – Get the most out of the constraint with
minimum investment.
3. Subordinate - Focus non-constraints towards
supporting the constraint
4. Elevate – Increase the constraint’s capacity
5. Repeat Step 1 - The constraint has probably
moved.
Drum-Buffer-Rope uses this methodology
(From The Goal by Eli Goldratt)
21

22. What is TWI?
3 J-Programs
Developed by the U.S. Government to increase WWII production,
by standardized techniques, training, and continuous improvements
in order to maximize the potential of every worker.

23. What is TWI?
(LEAN)
(SIX SIGMA)
Job Instruction (JI): Structure
for effective training, to
eliminate the waste caused
by varied work practices.
JIT taught supervisors the
importance of proper training
for their workforce and how
to provide this training.
Job instruction is the way to get a person to quickly
remember how to do a job; Correctly, Safely & Conscientiously.

24. TWI Job Instruction Card

25. What is TWI?
Job Methods (JM): Structure
for job improvement, listing
each step and questioning
why, what, where, when, wh
o & how which leads to ideas
towards improvement.
JMT taught how to generate
and implement ideas for
continuous improvement.

26. TWI Job Methods Card

27. TWI and Kaizen
• Job Methods - The Original Kaizen
The objective of Job Methods was to give supervisors a practical
method to improve production in their work area other than
better technology, proving to be both simple and effective.
Job Methods pocket cards were issued in the US to stimulate
ongoing improvement, an idea similar to kaizen, usually
translated as CONTINUOUS IMPROVEMENT. As TWI originally
expressed it.

28. What is TWI?
Job Relations (JR):
Structure for how to
promote teamwork and
resolve basic worksite
communication problems.
JRT taught leadership and
human relations.

29. TWI Job relations Card

30. Job Breakdown Sheet
Important Steps
•
•
Advance the
work
Change form, fit
or function
•
Noun & Verb
•
Safety
•
Makes or
breaks the job
•
•
Calibrates 5
senses
Reasons
•
Always go with
key points
•
Makes the job
easier to learn
or remember
•
Support:
Q,C,D,T,V and
Safety
Makes the job
easier to do
Adds Value
•
Key points
•
Special
Information

31. 3 J-Programs overview
TWI is simply applied Scientific Method!
Step
1
Preparation
2
Presentation
3
Application
4
Inspection
Job
Instruction
Job
Methods
Job
Relations
PDCA Cycle
Scientific
Method
Prepare the
worker
Break down Get the
the job
facts
Define &
Analyze a
Problem
Observation &
Description
Present the
operation
Weigh
Question
and
every detail
decide
Devise a
Solution
Formulation of
an Hypothesize
Try out
performance
Develop the
Take
new
action
method
Confirm
Outcomes
Against Plan
Use of
Hypothesis to
make Prediction
Follow up
Apply the
new
method
Standardize
Solution
Interpret
Predictions &
Conclusions by
Experiments
Check
results

32. Training Within Industry
WHEN THE 3J-PROGRAMS ARE USED TOGETHER

33. Training Within Industry…
Variability Causing Unstable
Performance
Reduce Variability and
Cut Waste With
Standard Work
Improve Performance and
Bottom Line From Stable Baseline
Job Instruction (Know How)
Improved Process
- Develop Standard
Job Methods (Better Way)
- Train Each Person
- Question Every Detail
You must standardize the work
and remove variability first
before you can improve it.
- Improve Standard
Stable Process & Less variation
Job Relations (Confidence to Proceed)
-Encourage Innovation
- Solve People Problems
…it’s that simple

34. Training Within Industry…
JR
(No Blame, Mentoring, Understanding)
JM
JM
Indicators of
Improvement
JI
(Kaizen)
Holding
Standard
Work
(Performance with Sustainment)
(standardize)
(Kaizen)
JM JI
(standardize)
JI
(Kaizen)
(standardize)
Not Holding
Standard
Work
(Performance without Sustainment)
JM
(Kaizen)
Time
STANDARD WORK is nothing more than applying Job Methods
(Better Way) and Job Instruction (Know How) within the boundaries of Job
Relations (Confidence to Proceed).

36. Integrating a Culture of Continuous Improvement
Training Within Industry
Job Instruction
Job Methods
(Know How)
 Develop Standard
 Train Each Person
(Better Way)
 Question Every Detail
 Improve Standard
Job Relations (Confidence to Proceed)
CPI


Encourage Innovation
Solve People Problems
Continuous
Process Improvement
Theory of
Constraints
Six Sigma
Reducing Process
Variation
Constraint Mitigation
1.
2.
3.
4.
5.
Identify the Constraint
Exploit the Constraint
Subordinate to the Constraint
Elevate the System’s Constraint
Repeat Step 1, the Constraint
has probably moved





Consistent Repeatable Processes
Process Design / Redesign
Defect Prevention
Statistical Analysis
Voice of the Customer

37. PMP & CPI PROJECT LIFE CYCLE
(LEAN / 6 SIGMA / TOC / TWI)
START
Process
Owner
TRANSFER
TRANSFER
TO
PM / LEAD
BELT
FROM
PM / LEAD
BELT
PLAN
END
Process
Owner
PM / LEAD BELT
INITIATE
DEFINE
SEE
THE
PROCESS
PROJECT
SELECTIO
N
DEFINE
(DETAILED)
MEASURE
SEE
THE
WASTE
SUSTAIN /
CONTROL
MONITOR & CONTROL
MENTORING & OVERSIGHT BY
CPI LEAN CHAMPION
(BI-WEEKLY REPORTS TO
CPI OFFICE)
(CONCEPT)
IMPROVE
LEAD
THE
WAY
IMPROV
E
CONTROL
VALIDATE
(BI-WEEKLY REPORTS
TO CPI OFFICE)
VISUALIZE
THE
PERFECT
STATE
ANALYZE
EXECUTE
PM / LEAD BELT
CLOSURE

38. DMAIC Process
TWI

39. DEFINE
•
•
•
•
•
Select a Project (use Process Managers and/or CPPI Office)
ID Business Opportunity (What, Where, When, Extent, Impact)
Develop Charter (Charter, Business Plan, Strategic Plan, SMART Objectives)
Develop SIPOC (SIPOC)
Develop Project Plan / Timeline

40. MEASURE
•
•
•
•
•
Develop Data Collection Plan (Collection Plan)
Develop As-Is Map (Gemba Walk, Walk the Process, Base Line Data)
Continue Measurement (Base Line Data)
Validate Measurement System (Gage R&R)
Evaluate Normality, Stability & Capability
(Run Charts, Control Charts, Process Capability)

41. ANALYZE
•
•
•
•
•
Identify Processes Constraints (TOC / LEAN)
Organize Potential Causes (Cause & Effect Diagram)
Preform FMEA (Failure Modes & Effects Analysis)
Conduct Hypothesis Testing
Develop Future State Map (Lean, Six Sigma, TOC)

42. IMPROVE
•
•
•
•
•
Generate, Evaluate & Select Solution
Conduct Design of Experiment (LEAN) Job Instruction (Know How)
- Develop Standard
Pilot & Debug (TWI: JI & JM)
- Train Each Person
Plan the Implementation (Gantt Chart, TWI: JI & JM)
Implement Plan (TWI: JI & JM)
Job Methods (Better Way)
Job Relations (Confidence to Proceed)
- Question Every Detail
-Encourage Innovation
- Improve Standard
- Solve People Problems

43. CONTROL
•
•
•
•
•
Monitor the Process (Run Chart, TWI: JM)
Establish Visual Controls
Control as Required (Control Plan)
Manage Process Performance
Clean Hand-off to Process Owner

44. VALIDATE
• Monitor the Process
• Manage Process Performance (Sustainment)
Performance
with
Sustainment
Historical
Momentum
Performance
without
Sustainment
Baseline
RIE #1 RIE #2
RIE #3
RIE #4
RIE: Rapid Improvement Event

45. Integrating a Culture of Continuous Improvement
Training Within Industry
Job Instruction
Job Methods
(Know How)
 Develop Standard
 Train Each Person
(Better Way)
 Question Every Detail
 Improve Standard
Job Relations (Confidence to Proceed)
CPI


Encourage Innovation
Solve People Problems
Continuous
Process Improvement
Theory of
Constraints
Six Sigma
Reducing Process
Variation
Constraint Mitigation
1.
2.
3.
4.
5.
Identify the Constraint
Exploit the Constraint
Subordinate to the Constraint
Elevate the System’s Constraint
Repeat Step 1, the Constraint
has probably moved





Consistent Repeatable Processes
Process Design / Redesign
Defect Prevention
Statistical Analysis
Voice of the Customer

46. Continuous Process Improvement
TWI
Any Questions?